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2015 Annual Report

14-Jun-2016

Tewodros Mekonnen Demeke via web

"Model Beekeepers Training In Bahir Dare "

Photo credit:

Tewodros Mekonnen

Key Results
Annual Targets Achievements %
Pillar I: Business to business development
• Result 1: Business relationships initiated, Ethiopian beekeepers, of which at least 20% women, organized as commercially viable business units (e.g. cooperatives, associations and / or out-grower schemes) and upgraded to modern production practices (quantity, quality, semi-commercial operations, sale of by-products) In 2015, about 65 grantees (both business and supports led model business proposals) were reviewed and approved. 43 Company Led Business Led and 46 Supporters Led Buyers Light touches Business Model). Accordingly, grantees supported during the third round alternative strategy have engaged in full implementation. In 2015, the total number of trained beekeepers on ASPIRE minimum package through both business models was 16,157 making total number of trained beekeepers to 25,578 (7,987 or 31.23% are female) from January 2013 to December 2015. The total number of trained Development agents (DAs) and subject matter specialists (SMSs) reached 1010 (180 of them are females). The direct beneficiaries (trained beekeepers) also created 18,245 followers/copy beekeepers (4, 3750 are females). 148%
• Result 2: Input suppliers and service (BDS) providers launched in commercial operations and different business modalities in place Different efforts have been made by ASPIRE to address input supply shortages, improve quality and in increasing number of suppliers for improved competitiveness between suppliers and increased availability of quality and affordable inputs (improved hives, bee colony and protective cloth) for smallholder beekeepers. Some of the achievements in this regard are presented as follows.
• 13 lead input suppliers are identified, their business reality check was conducted, training and support in business (strategic) planning was provided to help them expand their business and reach more target beekeepers in their respective areas;
• In order strengthen the supply of inputs by lead beekeepers; about 80 lead beekeepers are screened to further enhance their skill and capacity. 20%
• Result 3: Credit/lease financing available to beekeepers and other value chain actors through MFIs, banks, VC partners with existing or innovative arrangements The major gains/achievements during 2015 are:
1) CBO reduced the guarantee coverage of AGF from 50% coverage to 30% (first type of its kind in the Ethiopian financial sector). This generates an additional ETB 8.25 million for the AGF, which would in turn allow partner banks to finance an additional ETB 43.38 million for the development of the apiculture sector creating a revolving portfolio of up to ETB 83.2 million.
2) The working capital loans enabled processors to purchase honey from over 8,100 honey producing households for export purposes.
3) Leveraging this opportunity, 3 new processors have entered the market (Zembaba Union, Yershiko, and Babich), obtaining their own processing plants with their own equity, and strengthening the prospect to access the formal market supported by the loans 94%
• Result 4: Ethiopia internationally recognized as producer of quality honey (market development) and the processing companies strengthened The second major objective of ASPIRE is ensure that Ethiopia established as a significant exporter of apiculture products, specifically honey, beeswax, pollen and Propolis. To achieve this, ASPIRE has been putting many efforts on various export related issues of the honey sector. ASPIRE continues to focus its support with matchmaking and promotion on international markets (Europe and Middle East). Therefore, in terms of results of ASPIRE’s support (Market Development and Processing Companies Strengthened’), the program has most to offer to large-scale processors by developing formal value chains targeted at international markets and providing international matchmaking.
- Biofach, Gulf food, Api Trade Africa Zimbabawe, Apimondia, 167%
Pillar 2: Sector or institutional development
• Result 5: Honey and other bee products national platform, sector associations and environment become inclusive and self-steering Capacity building for sector organizations
EHPEA: in 2015, some of the leading members of the processors association (EHBPEA) took initiative to bring change to this situation by calling a General Assembly meeting for election of new management.
EAB: the capacity development plan finalized and support areas agreed with EAB team and ASPIRE management. Proposal developed by EAB following the agreed areas and ready for implementation.
Ethiopian laboratories capacity building: In 2015, gap analysis of the selected 10 Ethiopian laboratories located in Addis Ababa and regional capitals was conducted by an international consultant.
Quality assurance
1) Develop a “Quality Management Manual” for honey (in 4 volumes focusing on production, collection (harvest), processing, storage and marketing/distribution (post - harvest) and consumption); and
2) Develop a Food Safety Code of Practice. This proposal was evaluated by the TF member and assigned sub-group of the TF and submitted for approval for funding. Based on the approval, TOR was prepared for Consultant. The consultant was selected and working on the development of bee product national quality management manual. 144%
• Result 6: Apiculture sector knowledge development and sharing, and collaboration improved Beekeeping Newsletter: The API NEWS (formerly EAB NEWS) Vol 2 No 2 (2015) has been published and distributed to the EAB members and major sector stakeholders in June 2015. Distributed volume 2 No 1 (2015) apiculture newsletters to Bonga, Gewatta, Gesha, Bench Maji, Sheko and Guraferda Agriculture office by hard copy and for the others shared by their email contacts.
Sector collaboration activities: The regional chapter offices are working closely with Woreda, Zonal and Regional level livestock Agriculture and other relevant offices. 200%

Challenges
Delays in Implementation of Grant Projects
Implementation of considerable number of grant projects has been delayed due to various reasons. Some of the contributing factors among others are constraints in addressing cash transfer requirements by partners, bureaucracy in procurement of training inputs, etc. The technical team has been engaged in close communication with respective partners in rendering due support in resolving pertaining challenges.

Inadequate Follow up, Technical Supports and reporting
During field visit, at certain target sites, it has been observed that there has been a limitation in making adequate follow up and technical support by woreda experts to target beekeepers. Discussions have been made with respective experts and officials in addressing such gaps at the respective project sites. There has been considerable delay in submission of periodical progress reports and data from IPs in target woredas. The technical team has conducted frequent discussions and communications with respective partners in addressing the challenges and acquiring required reports/data.

Limited loan facility service and actors capacity
Lack of adequate working capital and investment loan, market access, low level input quality, power supply problems, and lack of implementation of regulations by government offices are some of the challenges experienced by farmers and processers. Some loan requests by VC actors are logged at a late hour, hindering timely approval by partner banks of AGF.

Many VC actors (processor/farmer organizations) operate as one-man shows, burdened with a day-to-day administrative routine rather than focusing on strategic issues and the big picture, which creates delays in investment loans through the AGF.

Unavailability of packaging materials that are specifically required by importing partners is another hindrance that holds processors back from running on their own speed especially in exporting their produces to the foreign market.

Limited Coordination and Collaboration by Project Partners at Grassroots Level
It has been observed that particularly some companies do not engage with proper collaboration and integration with woreda sector offices while constraining proper & smooth implementation of the project. The technical team has been intervened frequently in resolving complaints and conflicts in reversing such challenges at respective sites.